外文翻译--美学对员工满意度与积极性的影响

英语翻译中英语文化的作用及其对翻译效果的影响英语文化在翻译中的作用主要体现在两个方面：语言和文化。

在语言方面，英语翻译需要对英语的用词、语法、句式等有着深刻的理解和掌握。

而英语文化的独特性往往会在语言的运用上表现得淋漓尽致，比如英国人的幽默、美国人的直接等等，如果翻译者不了解这些特点，很可能会出现误解或误译。

在文化方面，英语翻译更需要了解英语国家的历史、文学、传统习俗等等，这些文化背景的差异会直接影响翻译的准确性和贴切度。

没有对英语文化的深刻理解，很难做到真正准确地翻译。

英语文化对翻译效果有着直接的影响。

在翻译过程中，如果翻译者没有了解英语文化，很容易出现以下情况：一是误解。

比如有些词语或表达在英语文化中有着特定的意义和内涵，但是如果翻译者没有了解这些内涵，很难将其翻译得准确；二是词不达意。

在英语文化中的一些细微差别在翻译中可能会被忽略或者失真，导致原意无法准确传达；三是文化冲突。

英语文化中的一些观念、价值观和习俗在翻译中可能会与其他文化产生冲突，需要翻译者有着一定的文化敏感度和包容心。

英语翻译中对英语文化的深刻理解也对翻译者的要求提出了更高的要求。

翻译者需要拥有良好的英语语言功底，同时也要有着丰富的英语文化知识。

因为只有对英语文化有着深入的理解，翻译者才能做到真正准确地翻译。

翻译者还需要有着广泛的阅读经验和文学素养，这样才能更好地理解和诠释英语文化。

在实际的翻译工作中，英语文化对翻译效果的影响有时会表现得非常微妙而又重要。

比如在翻译文学作品时，英语文化的细微特点会影响到翻译的风格、节奏和情感表达。

在商务翻译中，英语文化中的礼仪和商务礼仪也会直接影响到翻译的质量和准确性。

在口译和笔译中，对英语文化的了解也会影响到翻译的畅通度和流畅度。

英语文化在英语翻译中起着非常重要的作用，它直接影响到翻译的效果和质量。

对英语文化的深刻理解成为每一个英语翻译者必须具备的素养。

只有深入了解英语文化，才能做到真正准确地翻译，实现跨文化交流和理解。

员工激励外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Employee Motivation: A Powerful New ModelBy Nitin Nohria, Boris Groysberg & Linda-Eling LeeHow to create the best employee performance is manager for a long time of challenge. In recent years, the neural science, biology and evolution of interdisciplinary research areas such as psychology, humans have told us four basic emotional needs, and the force driving or what we all the basis of their behavior. The empirical research shows that, but the employee can create better performance. Therefore, to motivate employees, managers should understand the driving force and can take what measures to meet the driving force.Acquirement: Get people always try to get some things, to increase the scarcity of his happiness. When the force satisfied, we will feel happy. Conversely, it will feel dissatisfied. This force is often the relative (we always compare themselves with others), and it was difficult to satisfy (we always want more).Combination: Many animals are combined with their parents and relatives or close relationship between population, but establish the relationship between human expanded into larger groups, such as organization, community and nation. "Driving", people will generate loving, caring, strong positive emotions, etc. Conversely, it will appear as negative emotional loneliness cynical. In the work environment, when the staff for oneself is a member of the organization are proud of their motivation and will greatly improve, And when they had rebelled against their will and morale.Understand: We are eager to understand about the world around them, and then put forward various theories to explain all things, and put forward the reasonable action and countermeasures. When things seem pointless, we will feel frustrated, While looking for answers to questions, the challenge will let us full of passion. In the working environment, workers work done if challenging, and allows them to grow and learn, they will be incentive, And when they do look no value or no future, will be demoralized.Defense: In the face of threats defense, to protect themselves, to protect our property and achievements, family and friends, thoughts and beliefs, it is natural to us. This force is rooted in the "fight but fled" basic response, this is common, but most animals to humans, it not only the offensive or defensive behavior, but also to build a system to promote seek justice, clear goals and intention, and allow people to speak freely. These forces have been fulfilled, people think and self-confidence otherwise will fear and hate strong negative affection.These four driving are independent of each other, no secondary, also cannot substitute mutually. To fully motivate employees, managers must satisfy all four driving force. In fact, every emotional force can use different organizations leverage to satisfy the most effectively.Reward System: "gain" the most easily through the organization of driving system of rewards. Of course, it also depends on the organization's reward system can effectively define employee performance, will reward with different performance, and give the best chance of promotion of personnel.Culture: If it meet the "combination" force among employees, cultivating strong friendship, the most effective way is to establish a promote teamwork, cooperation, open and friendly culture.Post designing: It is satisfied with “understanding” force that it is the optimal way to design a meaningful and have fun and challenging positions.Performance management and resource allocation process fairness, credible, transparent, performance management and resource allocation process, help satisfy people's "defensive driving".In addition, the direct supervisor for employees and motivational degrees plays an important role as organizational policy. Although do not expect to staff the whole company boss incentive system, culture, post design or management system exerting significant effect, but they clearly superior in their influence within the scope of a certain power. For example, in recognition, managers can select and tasks, the rewards and employee performance.In the organization of managers only under the condition of the utmost efforts to satisfy all four driving force, the employee can most effectively improve the incentive effect on employees, improve the organizational performance.Copyright © 2008 Harvard Business School Publishing Corporation. All rights reserved.Talent "flow" and "left"By Peter Cappelli 2003-05-01For other company employees openly, it rarely occur in the past, but now it is already used the enterprise. The rapidly changing demands of the market rapidly changing constantly updated the organization. However, no one is willing to see his talent was away. Once the excellent employees leave, the enterprise will hit. If hope to help enterprises package and career development plan, training programs, like tinkering with the free flow of his talent market today, affirmation in isolation. Now, we have a choice: that is attractive to market-oriented strategy. This strategy, long-term, defies generalizations for employee loyalty is neither possible nor necessary, the enterprise can definitely need to keep employees and leave them what how attractive scheme, will focus on the talent to keep up.Today, many enterprises in staff loyalty are dependent on salary, but many attractive salary is a kind of mechanism. Other personnel loss can be used to reduce the method is: the post to design - the United States through the heavy UPS tedious work load from the driver package for other employee, stripping there was more to keep the driver, To cultivate employees work or specific project team loyalty, Hire skills in talent market demand is not high on the staff, The staff in the work place much temptation job-hopping, And other companies to provide staff into pairs across the company's career path. If there is no way to prevent loss of personnel, the enterprise can also use outsourcing, strengthen job, workwill hire employees and standardization, cross training around theshort-term organizational work, etc.If the past management methods of retaining staff to maintain a fixed water dam, so the new management methods are more like a flowing rivers, dredge its goal is to prevent water flow, but the flow direction and speed control.Copyright © 2003 Harvard Business School Publishing Corporation. All rights reserved.Let who evaluate staffBy Frederick F. Reichheld & Paul Rogers 2005-11-01In the era of wooden, transport and the crew that recruits the appropriate command them to the same direction with traces the OARS will not be easy. In the past, the captain of the common approach is waving the whip crew. Now, in this business, enterprise how to motivate employees when?Recently, in order to solve the problem of all kinds of organization is a constant headache, some companies began to staff’s compensation and team performance hook, let the customer and employee's supervisor to assess performance instead. These examples:In the enterprise, the branch managers, employees want to get promotion, they belong to the service quality team to achieve or exceedthe average company, or any single people could not get a promotion. This company USES the performance index called "enterprise rental company service quality index", its meaning for customer service in asking whether satisfaction, what percentage of people playing a full five points.Applebee restaurants have difference to finding the best performance, 20% of the staff is divided into general 60%, performance and 20% of the worst performance, and separately calculated the loss. If managers can successfully hold the top 80% of the employee performance, it can obtain the reward. If the 20% of employees for worst performance, the managers will not be punished accordingly.Copyright © 2005 Harvard Business School Publishing Corporation. All rights reserved.译文：员工激励的“四力模型”作者：尼廷・诺里亚，鲍里斯・格鲁斯伯格，琳达－埃琳・李如何让员工创造出最佳绩效是管理者长久以来面临的严峻挑战。

The performance inspection and drive mechanismHuman resources as the modern enterprise of a kind of strategic resources, has become the most important factor for enterprise development. In the human resources management of numerous content, incentive question is one important content of. Incentive scientific or not, relates directly to the stand or fall of human resource use. Many enterprises have a brain drain phenomenon, cannot keep talents restricts enterprise development has become one of the important factors. Effective incentive is the key to this question. Any enterprise is by the people to manage, and be in enterprise middleman's enthusiasm height, is crucial to the success of the enterprise decision factors. So, for companies to, its vigorous vitality from the employee's infinite vigor, how to motivate employees of energy? Must on employees effective incentive. Therefore, the enterprise human resources management core is to incentive mechanism as lever, arousing the enthusiasm of the employees, initiative.Managers deal with employees at issue, must have a fair mind, should not have any prejudices and preferences. Although some staff may allow you to enjoy, some you do not enjoy, but at work, must be treated equally and should not have any of the words and acts of injustice.1 Stimulate the transfer of staff from the results of equal to equal opportunities and strive to create a level playing field.For example, Wu Shihong at IBM from a clean start with the people, step by step to the sales clerk to the district person in charge, General Manager of China, what are the reasons for this? In addition to individual efforts, but also said that IBM should be a good corporate culture to a stage of development, that is, everyone has unlimited opportunities for development, as long as there is capacity there will be space for the development of self-implementation, which is to do a lot of companies are not, this system will undoubtedly inspire a great role of the staff.2 Inspire the best time to grasp.- Takes aim at pre-order incentive the mission to advance incentives.- Have Difficulties employees, desire to have strong demand, to give the care and timely encouragement.3 Want a fair and accurate incentive, reward- Sound, perfect performance appraisal system to ensure appropriate assessment scale, fair and reasonable.- Have to overcome there is thinning of the human pro-wind.- In reference salary, promotions, awards, etc.involve the vital interests of employees on hot issues in order to be fair.4 The implementation of Employee Stock Ownership Plan.Workers and employees in order to double the capacity of investors, more concerned about the outcome of business operations and improve the initiative.Modern human resources management experience and research shows that employees are involved in modern management requirements and aspirations, and create and provideopportunities for all employees is to mobilize them to participate in the management of an effective way to enthusiasm. There is no doubt that very few people participated in the discussions of the act and its own without incentives. Therefore, to allow trade unions to participate in the management of properly, can motivate workers, but also the success of the enterprise to obtain valuable knowledge. Through participation, the formation of trade unions on the enterprise a sense of belonging, identity, self-esteem and can further meet the needs of self-realization. Set up and improve employee participation in management, the rationalization of the proposed system and the Employee Stock Ownership and strengthening leadership at all levels and the exchange of communication and enhance the awareness of staff to participate in ownership.5 Honor incentiveStaff attitude and contribution of labor to honor rewards, such as recognition of the meeting, issued certificate, honor roll, in the company's internal and external publicity on the media reports, home visits condolences, visit sightseeing, convalescence, training out of training, access to recommend honor society, selected stars model, such as class.6 Concerned about the incentivesThe staff concerned about work and life, such as the staff set up the birthday table, birthday cards, general manager of the issue of staff, care staff or difficult and presented a small gift sympathy.7 CompetitiveThe promotion of enterprise among employees, departments compete on an equal footing between the orderly and the survival of the fittest.8 The material incentivesIncrease their wages, welfare, insurance, bonuses, incentive houses, daily necessities, wages promotion.9 Information incentivesEnterprises to communicate often, information among employees, the idea of communication, information such as conferences, field release, enterprises reported that the reporting system, the association manager to receive the system date.绩效考核与员工激励人力资源作为现代企业的一种战略性资源，已经成为企业发展的最关键因素。

文献信息文献标题：Factors Influencing Employee Job Satisfaction: A Conceptual Analysis（员工工作满意度影响因素的概念分析）文献作者及出处：Hee O C, Yan L H, Rizal A M, et al. Factors Influencing Employee Job Satisfaction: A Conceptual Analysis[J]. International Journal of Academic Research in Business and Social Sciences, 2018,8(6),331-340.字数统计：英文3575单词，20442字符；中文6162汉字外文文献Factors Influencing Employee Job Satisfaction: AConceptual AnalysisAbstract As environment become increasingly dynamic, innovation is getting more and more important. The most effective sources of innovation are often ideas emerged from within an organization, usually from employees. High turnover and low productivity which badly affect an organization can be the result job dissatisfaction. Understanding the factors that contribute to job satisfaction is essential because it helps to identify the reasons and areas which employees are not satisfied with. Through this understanding, changes and adjustments of organizational policies, organization structure and job design can be altered to enhance the level of employee job satisfaction. This study only focused on three most common prevailing factors which are job stress, lack of communication, and pay that influence job satisfaction at workplace. Job stress has been generally defined as a factor which has negative impact on job satisfaction. The higher the stress level is, the more likely that an employee is not happy and not satisfied with his job. Lack of communication or bad communication dampens employees’ job satisfaction because employees tend to perform at a lower level when they feel neglected. Besides, lack of communicationcan also lead to confusion between management and other employees throughout the organization which might incur frustration and resentment. Employees need to feel appreciated, as employees and as human. Employee’s job satisfaction and organizational retention rate can be boosted through a healthy compensation plan with room for bonuses and pay rises. Through the understanding of the factors, organizations can be aware of the symptoms beforehand and take precaution to support and increase the job satisfaction level of employees. In order for an organization to sustain and grow its business, job satisfaction is the long term solution for talent retention and increased performance and productivity.Keywords:Employee Job Satisfaction, Perceived Stress, Lack Of Communication, Pay.IntroductionThe requirements of individuals have been changed due to the increase in quality of life and economic growth in the societies (Tutuncu & Kozak, 2007). Most individuals spend a large part of their lives at work; the change of requirements towards life has also changed their expectations, emotions and feelings towards their jobs (An, Cha, Moon, Ruggiero, & Jang, 2014). There is growing interest towards job satisfaction in organizations as employee job satisfaction is crucial to the success of any business. Improvements of job satisfaction have positive effect on employees’ motivation, performance, and productivity. These are important elements that an organization needs to maintain a competitive workforce in order to deal with challenges arise from the competitive business environment (Marzuki, Permadi, & Sunaryo, 2012). Job satisfaction is also directly related to a lower employee turnover rate, lower absenteeism rate, higher productivity, and better performances which are closely associated to the organization’s cost efficiency for business (Gazioglu & Tansel, 2006). The relationship between job satisfaction and performance was a relatively recent study which indicated that the degree of job satisfaction felt by employees determines their work performance. The study of the relationship between job satisfaction and performance validated the common belief that “a happy worker isa productive worker” (Marzuki, Permadi, & Sunaryo, 2012). In this case, increasing and maintaining the degree of employee job satisfaction should be a priority for every employer (Gregory, 2011). Understanding the factors that contribute to job satisfaction is essential because it helps to identify the reasons and areas which employees are not satisfied with. Through this understanding, changes and adjustments of organizational policies, organization structure and job design can be altered to enhance the level of employee job satisfaction. There are numerous factors that might discourage the employees and lead to job dissatisfaction such as high stress, lack of organizational communication, lack of recognition, limited opportunity for personal and career growth, job characteristics, job security, pay, social relationship within an organization and many more. However, this study only focused on three most common prevailing factors which influence job satisfaction at workplace. The three factors discussed in this study were job stress, lack of communication, and pay. This study intends to establish a conceptual framework which contributes towards talent retention, increased performance and productivity in the dynamic business environment.Job SatisfactionJob satisfaction refers to an employee’s emotional state which covers the complete range of emotions from positive to negative (Zhang, Yao, & Cheong, 2011). Thus, job satisfaction can also be defined as pleasantness or unpleasantness of employees during their work. Besides, job satisfaction can also be described as a positive feeling about a job or job experience (Tutuncu & Kozak, 2007). On the other hand, Fisher (2000) claimed that job satisfaction is a kind of attitude and attitudes generally contain two components which are affective component (feeling and emotional) and cognitive component (comparison, judgment and belief). Job satisfaction can be seen as the result of a chain reaction involving the motivation to satisfy a need. This chain combines several factors or motivators which will influence or induce an individual to perform (Marzuki, Permadi, & Sunaryo, 2012). Early theory of motivation developed by Maslow which is the Maslow’s Hierarchy of Needhad provided ground for further studies on the factors that motivate human. The theory proposed that human motives are based on needs that start in an ascending order from the lowest level to the highest level. The hierarchy moves from lower level needs such as physiological needs, safety and security, social needs to higher level needs such as self-esteem and self-actualization needs. Individuals cannot move to the next higher level until all needs at the lower level are satisfied. When one set of needs is satisfied, it no longer served as a motivator (Marzuki, Permadi, & Sunaryo, 2012). Another theory which contributed to the related literature is the Herzberg’s motivation-hygiene theory. This theory developed by Herzberg is also known as two-factor theory. Herzberg’s motivation-hygiene theory emphasized that satisfaction and dissatisfaction were two distinct variables which were not part of a single continuum. The opposite of job satisfaction is no job satisfaction; similarly the opposite of job dissatisfaction is no job dissatisfaction. Herzberg identified two groups of needs; motivators refer to human needs to achieve and experience psychological growth which are related to job such as recognition for achievement, promotion and etc. Another group which is called hygiene factor is referred to the basic human biological needs such as salary, security, working conditions and etc (Marzuki, Permadi, & Sunaryo, 2012). Hygiene factors determine the extent to which an employee can avoid job dissatisfaction (Zhang, Yao, & Cheong, 2011). In the literature, the importance of job satisfaction is often linked to work performance and organizational productivity or to other important work-related attitudes and behaviors—such as absenteeism, turnover, and reduction of litigation (Zhang, Yao, & Cheong, 2011). Refer to Branham (2005), Gallup studies reported that organizations with higher employee satisfaction achieved 86 percent customer ratings, 76 percent more success in lowering turnover, 44 percent higher profitability and 78 percent safety records. Thus employee happiness at work should be paid attention by the employers. Employee job dissatisfaction can bring disasters to an organization which badly affects the daily operation, such as lack of interest for their responsibilities, tardiness in showing up for work, mild to severe withdrawal from their jobs and diminishing job performance. All these may end up with employees leaving theorganization which cause high employee turnover in the organization (Gregory, 2011). Put in another way, employees who perceive their jobs as satisfactory are more likely to work and stay in the current jobs and in the current organization in the future. Otherwise, employees are more likely to leave and which in turn will influence the performance of the organization and its costs (Tutuncu & Kozak, 2007). Employers are faced with the task to motivate employees and create high job satisfaction among their employees. Thus, understanding of the factors which influence job satisfaction is essential for employers. Through the understanding of the factors, organizations will be able to make relevant changes to prevent employee frustration and low employee job satisfaction (Dawal & Taha, 2006). In this study, job satisfaction has been proposed as the dependent variable in the theoretical framework (Refer to Figure 1). The influence of the three factors (job stress, lack of communication, and pay) to job satisfaction would be discussed in the following sections.Job StressJob stress is generally defined as “an employee’s feelings of job-related hardness, tension, anxiety, frustration, worry, emotional exhaustion, and distress” (Mahfood, Pollock, & Longmire, 2013). Refer to empirical studies (Lambert & Pauline, 2008; Mahfood, Pollock & Longmire, 2013), stress had been identified as one of the major factors that inversely related to job satisfaction. It was stated by Branham (2005) that at least 25 to 50 percent of employees are unable to work at their best due to stress, and this undeniably negatively influence their job satisfaction which subsequently leads to low productivity and high employee turnover. There are many causes which lead to job stress. For instance, insufficient organizational support in supplying tools necessary to perform a job efficiently would generate higher stress level especially when the employees are expected to perform at a required level. Besides, cost cutting practices through eliminating positions and disbursing the workload to other employees also contribute to increased job stress level. Employees would have to take on overbearing workload which erodes their personal time and the unreasonable amount of work would increase employees’ anxiety level tremendously. At the sametime, retrenchment can trigger panic and anxiety among the remaining employees which increase their stress level during work. Untrustworthy employers can be another source of stress. Distrust can be raised from various different situations such as harassment. It becomes difficult to work in an uncomfortable working environment consistently, stress and anxiety increased by trying to avoid troublesome confrontations and situations (Gregory, 2011). It had also been discussed that promotion and career advancement can be one of the leading factors to job stress. The increased stress may come from heavier workloads, extra responsibility and reduced leisure time (Mahfood, Pollock, & Longmire, 2013). Job stress has been generally defined as a factor which has negative impact on job satisfaction in previous literature. The higher the stress level is, the more likely that an employee is not happy and not satisfied with his job. Thus, the following proposition is formulated for this study which job stress has been viewed as an antecedent of job satisfaction:Proposition 1: Job stress will be negatively related to job satisfaction.Lack of CommunicationCommunication can be interpreted as the exchange of information between a sender and a receiver. Communication is a fundamental management activity in every organization because it is crucial for employees to receive correct information regarding to their jobs. Communication has been widely valued in organization today; it has been seen more multidimensional than just message exchange or provide information about people’s work. Communication is about relationships which it acts as the social glue that ties employees within the organization together (Steingrímsdóttir, 2011). Communication channels can be divided into two categories which are formal communication and informal communication. The most popular formal communication ways are face-to-face communication and technical communication. Informal communication is communication stemmed naturally from people’s interactions. People can talk about their feelings, create relationships and discuss any issue that matter to them each time. It is believed that informal communication is the communication which established the actual relationshipsamong people in an organization. However, informal communication tends to increase rumours or carry wrong information within the organization (Steingrímsdóttir, 2011). Right communication channel is vital for an organization. By choosing channels can make a real difference in how the message is received. Different communication channels are suitable and fit for different kinds of information and achieve different objectives (Steingrímsdóttir, 2011). Lack of communication in organization leaves employees feeling disconnected from the organization. Generally this is the result of management personnel who do not know how to relate their employees on a personal or professional level. Lack of communication or bad communication dampens employees’ job satisfaction because employees tend to perform at a lower level when they feel neglected (Gregory, 2011). Besides, lack of communication can also leads to confusion between management and other employees throughout the organization which might incur frustration and resentment. The organizational morale can be negatively affected by gossips and rumours due to lack of communication too. The deteriorating working environment can cause job dissatisfaction and high employee turnover (Ashe-Edmunds, 2014). In an organization, managers should communicate with lower level employees. Managers act as the connection of the organization which will give employees a sense of belongings and worth in the organization. Supervisors should also become the role model to promote friendly relationships with employees in order to achieve a healthier working environment. It is imperative that managers and supervisors respect all the employees, their opinions and their work. Understanding of the organization’s direction and goals and clarification of expectations associated with different positions should be communicated and conveyed to the employees to assist employees in understanding their direct relationships with the organization and how their work affects others’ work (Gregory, 2011). In addition, performance reviews can be utilized as a managerial communication tool because they give administrators an idea of those employees that are contributing to the organization’s success and those who need to work harder. In general, employees may be unaware of their performance measures and have no sense of how they can improve. Without communication through performance reviews, itwould be tough for employees to make any progress in their efficiency which also negatively impact their personal or professional development, and in turn, incur job dissatisfaction (Gregory, 2011). Therefore, in light of the above discussion, it is proposed that:Proposition 2: Lack of communication will be negatively related to job satisfaction.PayCompensation is the total amount of the monetary and non-monetary pay provided to an employee by an employer in return for work performed as required. The monetary pay includes fixed pay which the amount and payment are guaranteed and flexible pay which contains variable pay such as goal-base pay, overtime and etc. Non-monetary pay includes all kinds of employee benefits such as family assistance, recreational opportunities, complementary pension plans, health insurance and etc (Igalens & Roussel, 1999). It was suggested in previous literature (Money & Graham, 1999; Green & Heywood, 2008) that monetary pay is the primary motivator for employee performance and a determinant of job satisfaction. Employees generally prefer their work efforts to be recognized and rewarded thus recognition of an employee’s hard work is essential to his or her job satisfaction. However, too often organizations are more focused on production and revenues, rather than their own employees (Gregory, 2011). By rewarding employees monetarily or non-monetarily as incentive, employees would feel that their hard work and achievements have not gone unnoticed. Employees need to feel appreciated, as employees and as human (Branham, 2005). By linking the money and performance tends to motivate employees to be more productive and hence they would be more willing to work harder towards success (The Chicago School of Professional Psychology, 2012). Through rewarding, employees are more optimistic about future employment in the organization too (Gregory, 2011). It is believed that employee’s job satisfaction and organizational retention rate can be boosted through a healthy compensation plan with room for bonuses and pay rises (The Chicago School of Professional Psychology, 2012).However, organizations should be very prudent in planning of pay structure and should set confidentiality policy for individual employee’s pay amount. Normally organizations choose to underpay those employees who are willing to work hard for minimal pay while to pay more to those who are not willing to work for minimal pay. The pay disparity will eventually lead to great degree of job dissatisfaction when the hard workers realized they are not being paid fairly (Branham, 2005). Refer to the Society of Human Resource Management research report conducted in May 2014; pay has been identified as the most important drivers for job satisfaction by which 60 percent of employees rated compensation/pay as very important and 36 percent rated it as important. Compensation/pay was also claimed as the leading factor of job satisfaction across four generations of employees which are millennial, Generation X, Baby Boomers and Veterans (Miller, 2014). It is noteworthy that there was previous studies indicated that the pay amount or salary amount is not the main determinant for job satisfaction. The comparison of income which employees set up as referential point is more significant in influencing employee job satisfaction. Given the similar qualifications and specifications, if an employee believes that the salary offered in other organization is higher, he or she will be dissatisfied even his or her salary is considered high as compared with the salaries in the organization he or she works in (Al-Zoubi, 2012). According to Miller (2014), more than half of employees feel satisfied if they are paid competitively with the local market. As a result of the empirical studies, it is believed that pay is able to influence the job satisfaction level of employees. Therefore, the following statement is proposed:Proposition 3: Pay will be positively related to job satisfaction.Theoretical FrameworkThere are many empirical studies and literature focused on the topic of job satisfaction. Numerous factors which will influence job satisfaction have been discussed individually. The factors include limited personal and career growth, job characteristics, job security, organizational support, social relationship within organization, relationship with immediate superior and etc. Different factors areassociated with the job satisfaction either positively or negatively. Three most popular factors have been the focus of this study, which are job stress, lack of communication and pay. Job stress, which inversely affects the emotions and feelings of employees at work, is likely to induce job dissatisfaction. Low morale, misunderstanding and reduced job satisfaction can happen if there is lack of communication. On the other hand, the perception of employees that their pay or salary is comparatively or relatively low will instigate employees’ dissatisfaction at work too. By looking at the selected factors, a theoretical framework has been generated to indicate the influence of job stress, lack of communication and pay on job satisfaction. The theoretical framework is depicted in Figure 1.Figure 1: Proposed Theoretical FrameworkResearch ImplicationsWith the changes of the external environment, organization competitiveness is no longer solely relied on the tangible assets, but also numerous intangible assets. As environment become increasingly dynamic, innovation is getting more and more important. The most effective sources of innovation are often ideas emerged from within an organization, usually from employees. Hence an organization’s competitive advantage can be generated through human resources. Job satisfaction was studied in this paper as it is one of the key factors which directly related to employee motivation, employee commitment and productivity and employee turnover rate. An organization can focus on productivity and increased sales if its employees are happy and satisfied with their jobs while its competitors are still struggling to maintain experienced and motivated employees. In reality, organizations are facing the issue of creating high jobsatisfaction among their employees. This study intends to show a better understanding of the factors which emphasizes on job stress, lack of communication and pay, which influence job satisfaction. In terms of practical implications, management and managers are advised to concern about the employee job satisfaction within their organizations. They are encouraged to fully support and commit to policies and activities which can be identified and designed through factors influence job satisfaction in order to stimulate employees’ satisfaction at work such as improvements of working conditions, job training, leadership development and etc. By not overloading the employees, while maintaining a good communication with employees and compensating employees with a reasonable pay according to the jobs and market rate will enhance their job satisfaction. When employees are satisfied with the work they are doing, their jobs are more likely to be an enjoyable and happy experience. With higher job satisfaction, there tends to be higher degree of employee commitment which significantly reduce absenteeism and employee turnover rate which leads to decrease in employee-related costs, meantime increase job performance level which employees are more willing to participate in problem-solving activities and perform activities outside their job scope. In order to sustain the organizational competitiveness, the understanding and changes of policies based on the three most popular factors which contribute to job satisfaction namely job stress, lack of communication and pay are essential.ConclusionThe employment market is heating up and organizations start to worry about losing good talents and struggling to retain them since human resources is one of the vital competitive advantages. Some of the organizations are facing constant high employee turnover which accompanied with unsatisfactory performance and low productivity. High turnover and low productivity are the most obvious indicators of job dissatisfaction. Thus better understanding on the factors which influence job satisfaction is very crucial for all organizations. Through the understanding of the factors, organizations can be aware of the symptoms beforehand and take precautionto support and increase the job satisfaction level of employees. In order for an organization to sustain and grow its business, job satisfaction is the long term solution for talent retention and increased performance and productivity.中文译文员工工作满意度影响因素的概念分析摘要随着环境的不断变化，创新变得越来越重要。

毕业论文（设计）外文翻译一、外文原文：原文：Employee MotivationNohria Nitin; Groysberg Boris; Lee Linda-ElingGetting people to do their best work，even in trying circumstances, is one of managers' most enduring and slippery challenges. Indeed, deciphering what motivates us as human beings is a centuries-old puzzle. Some of history's most influential thinkers about human behavior -- among them Aristotle, Adam Smith, Sigmund Freud, and Abraham Maslow -- have struggled to understand its nuances and have taught us a tremendous amount about why people do the things they do.Such luminaries, however, didn't have the advantage of knowledge gleaned from modern brain science. Their theories were based on careful and educated investigation, to be sure, but also exclusively on direct observation. Imagine trying to infer how a car works by examining its movements (starting, stopping, accelerating, turning) without being able to take apart the engine.Fortunately, new cross-disciplinary research in fields like neuroscience, biology, and evolutionary psychology has allowed us to peek under the hood, so to speak -- to learn more about the human brain. Our synthesis of the research suggests that people are guided by four basic emotional needs, or drives, that are the product of our common evolutionary heritage. As set out by Paul R. Lawrence and Nitin Nohria in their 2002 book Driven: How Human Nature Shapes Our Choices, they are the drives to acquire (obtain scarce goods, including intangibles such as social status); bond (form connections with individuals and groups); comprehend (satisfy our curiosity and master the world around us); and defend (protect against external threats and promote justice). These drives underlie everything we do.Managers attempting to boost motivation should take note. It's hard to argue with the accepted wisdom -- backed by empirical evidence -- that a motivated workforcemeans better corporate performance. But what actions, precisely, can managers take to satisfy the four drives and, thereby, increase their employees' overall motivation?We recently completed two major studies aimed at answering that question. In one, we surveyed 385 employees of two global businesses -- a financial services giant and a leading IT services firm. In the other, we surveyed employees from 300 Fortune 500 companies. To define overall motivation, we focused on four commonly measured workplace indicators of it: engagement, satisfaction, commitment, and intention to quit. Engagement represents the energy, effort, and initiative employees bring to their jobs. Satisfaction reflects the extent to which they feel that the company meets their expectations at work and satisfies its implicit and explicit contracts with them. Commitment captures the extent to which employees engage in corporate citizenship. Intention to quit is the best proxy for employee turnover.Both studies showed, strikingly, that an organization's ability to meet the four fundamental drives explains, on average, about 60% of employees' variance on motivational indicators (previous models have explained about 30%). We also found that certain drives influence some motivational indicators more than others. Fulfilling the drive to bond has the greatest effect on employee commitment, for example, whereas meeting the drive to comprehend is most closely linked with employee engagement. But a company can best improve overall motivational scores by satisfying all four drives in concert. The whole is more than the sum of its parts; a poor showing on one drive substantially diminishes the impact of high scores on the other three.When it comes to practical implications for managers, the consequences of neglecting any particular drive are clear. Bob Nardelli's lackluster performance at Home Depot, for instance, can be explained in part by his relentless focus on the drive to acquire at the expense of other drives. By emphasizing individual and store performance, he squelched the spirit of camaraderie among employees (their drive to bond) and their dedication to technical expertise (a manifestation of the need to comprehend and do meaningful work). He also created, as widely reported, a hostile environment that interfered with the drive to defend: Employees no longer felt theywere being treated justly. When Nardelli left the company, Home Depot's stock price was essentially no better than when he had arrived six years earlier. Meanwhile Lowe's, a direct competitor, gained ground by taking a holistic approach to satisfying employees' emotional needs through its reward system, culture, management systems, and design of jobs.An organization as a whole clearly has to attend to the four fundamental emotional drives, but so must individual managers. They may be restricted by organizational norms, but employees are clever enough to know that their immediate superiors have some wiggle room. In fact, our research shows that individual managers influence overall motivation as much as any organizational policy does. In this article we'll look more closely at the drivers of employee motivation, the levers managers can pull to address them, and the "local" strategies that can boost motivation despite organizational constraints.The Organizational Levers of MotivationAlthough fulfilling all four of employees' basic emotional drives is essential for any company, our research suggests that each drive is best met by a distinct organizational lever.The reward system. The drive to acquire is most easily satisfied by an organization's reward system -- how effectively it discriminates between good and poor performers, ties rewards to performance, and gives the best people opportunities for advancement. When the Royal Bank of Scotland acquired NatWest, it inherited a company in which the reward system was dominated by politics, status, and employee tenure. RBS introduced a new system that held managers responsible for specific goals and rewarded good performance over average performance. Former NatWest employees embraced their new company -- to an unusual extent in the aftermath of an acquisition -- in part because the reward system was tough but recognized individual achievement.Sonoco, a manufacturer of packaging for industrial and consumer goods, transformed itself in part by making a concerted effort to better meet the drive to acquire -- that is, by establishing very clear links between performance and rewards.Historically, the company had set high business-performance targets, but incentives had done little to reward the achievement of them. In 1995, under Cynthia Hartley, then the new vice president of human resources, Sonoco instituted a pay-for-performance system, based on individual and group metrics. Employee satisfaction and engagement improved, according to results from a regularly administered internal survey. In 2005, Hewitt Associates named Sonoco one of the top 20 talent-management organizations in the United States. It was one of the few mid-cap companies on the list, which also included big players like 3M, GE, Johnson & Johnson, Dell, and IBM.Culture. The most effective way to fulfill the drive to bond -- to engender a strong sense of camaraderie -- is to create a culture that promotes teamwork, collaboration, openness, and friendship. RBS broke through NatWest's silo mentality by bringing together people from the two firms to work on well-defined cost-savings and revenue-growth projects. A departure for both companies, the new structure encouraged people to break old attachments and form new bonds. To set a good example, the executive committee (comprising both RBS and ex-NatWest executives) meets every Monday morning to discuss and resolve any outstanding issues -- cutting through the bureaucratic and political processes that can slow decision making at the top.Another business with an exemplary culture is the Wegmans supermarket chain, which has appeared for a decade on Fortune's list of "100 Best Companies to Work For." The family that owns the business makes a point of setting a familial tone for the companywide culture. Employees routinely report that management cares about them and that they care about one another, evidence of a sense of teamwork and belonging.Job design. The drive to comprehend is best addressed by designing jobs that are meaningful, interesting, and challenging.Cirque du Soleil, is committed to making jobs challenging and fulfilling. Despite grueling rehearsal and performance schedules, it attracts and retains performers by accommodating their creativity and pushing them to perfect their craft. Its employeesalso get to say a lot about how performances are staged, and they are allowed to move from show to show to learn new skills. In addition, they get constant collegial exposure to the world's top artists in the field.Performance-management and resource-allocation processes. Fair, trustworthy, and transparent processes for performance management and resource allocation help to meet people's drive to defend. RBS, for instance, has worked hard to make its decision processes very clear. Employees may disagree with a particular outcome, such as the nixing of a pet project, but they are able to understand the rationale behind the decision. New technology endeavors at RBS are reviewed by cross-business unit teams that make decisions using clear criteria, such as the impact on company financial performance. In surveys, employees report that the process is fair and that funding criteria are transparent. Although RBS is a demanding organization, employees also see it as a just one.The Role of the Direct ManagerOur research also revealed that organizations don't have an absolute monopoly on employee motivation or on fulfilling people's emotional drives. Employees' perceptions of their immediate managers matter just as much. People recognize that a multitude of organizational factors, some outside their supervisor's control, influence their motivation, but they are discriminating when it comes to evaluating that supervisor's ability to keep them motivated. Employees in our study attributed as much importance to their boss's meeting their four drives as to the organization's policies. In other words, they recognized that a manager has some control over how company processes and policies are implemented.Employees don't expect their supervisors to be able to substantially affect the company's overall reward systems, culture, job design, or management systems. Yet managers do have some discretion within their spheres of influence; some hide behind ineffective systems, whereas others make the most of an imperfect model. Managers can, for example, link rewards and performance in areas such as praise, recognition, and choice assignments. They can also allocate a bonus pool in ways that distinguishbetween top and bottom performers. Similarly, even in a cutthroat culture that doesn't promote camaraderie, a manager can take actions that encourage teamwork and make jobs more meaningful and interesting. Many supervisors are regarded well by their employees precisely because they foster a highly motivating local environment, even if the organization as a whole falls short. On the other hand, some managers create a toxic local climate within a highly motivated organization.Although employees look to different elements of their organization to satisfy different drives, they expect their managers to do their best to address all four within the constraints that the institution imposes. Our surveys showed that if employees detected that a manager was substantially worse than her peers in fulfilling even just one drive, they rated that manager poorly, even if the organization as a whole had significant limitations. Employees are indeed very fair about taking a big-picture view and seeing a manager in the context of a larger institution, but they do some pretty fine-grained evaluation beyond those organizational caveats. In short, they are realistic about what managers cannot do, but also about what managers should be able to do in meeting all the basic needs of their subordinates.At the financial services firm we studied, for example, one manager outperformed his peers on fulfilling subordinates' drives to acquire, bond, and comprehend. However, his subordinates indicated that his ability to meet their drive to defend was below the average of other managers in the company. Consequently, levels of work engagement and organizational commitment were lower in his group than in the company as a whole. Despite this manager's superior ability to fulfill three of the four drives, his relative weakness on the one dimension damaged the overall motivational profile of his group.Our model posits that employee motivation is influenced by a complex system of managerial and organizational factors. If we take as a given that a motivated workforce can boost company performance, then the insights into human behavior that our article has laid out will help companies and executives get the best out of employees by fulfilling their most fundamental needs.How to Make Big Strides in Employee MotivationThe secret to catapulting your company into a leading position in terms of employee motivation is to improve its effectiveness in fulfilling all four basic emotional drives, not just one. Take a firm that, relative to other firms, ranks in the 50th percentile on employee motivation. An improvement in job design alone (the lever that most influences the drive to comprehend) would move that company only up to the 56th percentile -- but an improvement on all four drives would blast it up to the 88th percentile.Direct Managers Matter, TooAt the companies we surveyed whose employee motivation scores were in the top fifth, workers rated their managers' ability to motivate them as highly, on average, as they rated the organization's ability to fulfill their four drives. The same pattern was evident within the bottom fifth of companies, even though their average ratings on all five dimensions were, of course, much lower than those of companies in the top fifth.Harvard Business Review，Jul-Aug2008，Vol. 86 Issue 7/8, p78-84二、外文译文：译文：员工激励Nohria Nitin; Groysberg Boris; Lee Linda-Eling让员工将工作做到最好，即使是在令人讨厌的工作环境下，是管理者最持久的挑战。

外文翻译原文1The relationship between nursing leadership and nurses' jobsatisfaction in Canadian oncology work environments Many changes have taken place in the Canadian nursing workforce since the health care reforms of the 1990s.Priest (2006) noted that nurses feelmore overworked and undervalued and reported that limitations placed on their scope of practice by employers often make it difficult for nurses to practice to the full extent of their abilities.However, in the midst of these difficult circumstances,a growing number of factors associated with job satisfaction and improved patient outcomes have also been identified. These factors include good relationships between nurses and physicians, strong leadership, professional development, and work-life balance (Canadian Health Services Research Foundation 2001). In a study of nurses job satisfaction, Larrabee et al. (2003) found that job dissatisfaction was the major predictor of nurses intent to leave. The major predictor of job satisfaction was psychological empowerment, which was in turn predicted by hardiness, transformational leadership style, nurse/physician collaboration, and group cohesion. Reporting on an Australian study of oncology nurses, Barrett and Yates (2002) found that although nurses reported high levels of personal satisfaction and personal accomplishment, nearly 40% of RNs were dealing with workloads they perceived as excessive, and 48% were dissatisfie d with pay and professional support. Over 70% reported moderate to high levels of emotional exhaustion, and over 48%would not commit to remaining in the specialty for another year. Understanding and examining the factors that influence job satisfaction of oncology nurses is also important as Aiken et al.s (2002, 2003) work has shown that declining job satisfaction can be an important signal or proxy for quality care issues and poor patient outcomes,including increased patient mortality.The identification of stresses associated with nursing worklife and factors associated with job satisfaction were the focus of a previous study of Canadian oncology nurses by our group (Bakker et al. 2006b).Participants in that study reported profound changes in at least three areas: patient acuity, the organization of health care services, and professional nursing practice.These changes1generated new tensions in the workplace.Nurses were now required to deliver more complex care to sicker patients, despite the fact that fewer nurses were available. Some workplaces addressed this concern by giving nurses increased responsibility and autonomy,but failed to provide the additional support required tomanage the increases in workload and complexity. The changes above required nurses to find ways to balanceout their daily work. One nurse noted:Theres two things that go on in a clinic area. You ha ve got the pressure… the personal pressure of trying to get the clinic going and patients being seen in a timely fashion and there is the pressure of the individu al needs of the patients. So it’s trying to balance that off. You’re still trying to deliver the same type of car e and you can’t possibly do it.So you have to sort of balance out what you can give. (Bakker et al. 2006b, p. 84)Unique opportunities where study participants felt like they had made a difference in the lives of patients and their families (e.g. formation of long-term relationships with patients who had a life-threatening illness) were important in helping nurses balance out their daily work.The ability to balance out made it possible for participants to continue to obtain satisfaction from their work, despite the changes they reported. Many work environment factors, such as workload, organizational climate, productivity or values, can also affect job satisfaction (Ivancevich et al. 2005, pp. 86–88, pp.177–178). The model tested in this study was designed to help us explore the ways in which these factors and others drawn from the work environment promote job satisfaction, and thus provide additional opportunities to balance out job-related stresses.Author: Greta CummingsNationality: CanadaOriginate from: Journal of Nursing Management, 2008, 16, 508–518译文1加拿大的肿瘤科的护理领导和护士的工作满意度之间的关系自从1990年的医疗保健改革以来，加拿大护理人员的数量发生了很大的改变。

英译汉中美学价值体现试析随着国际文化交流的深入发展，英译汉在中国文化传播中具有重要地位。

英译汉是把原文以英文书面表达方式转化为汉语表达方式的过程；它不仅涵盖了语言翻译，还涵盖了文化翻译，对传播原文的文化精神具有很重要的作用。

那么，英译汉的中美学价值是如何体现的呢？首先，中美文化的价值体现在英译汉的语言形式上，因为英语和汉语的文化语境不同，所以，英文和汉语的语言形式也有所不同。

就如英文传统诗体与汉语传统古诗一样，英译汉中，要求对原文要尽可能保持原文语言风格，这种风格特征，通常反映出文化背景。

比如，英语文学中有押韵有节奏，而汉语文学则强调音乐感的表达，把表达的技巧融入到翻译中，使翻译的文字色彩丰富，当英译汉中把句子押韵，增添音乐感时，不仅对原文进行了完美的翻译，还体现出了中美文化的多样性，使译文更加通顺，生动明快。

其次，中美文化的价值体现在文化翻译上，英译汉中也要求一种文化翻译，一是把英语原文中的文化因素转化为汉语所能表达的文化，二是把英语文化中所特有的隐喻、修辞、习惯、比喻等翻译成汉语，使得英汉翻译的文章能够保留原文的文化价值和特色，从而体现出中美文化的多元性，更有利于读者更好地了解原文的文化内涵和精神。

最后，中美文化的价值体现在语言的传播上，英译汉也是一种语言传播的方式，英译汉翻译的语言形式特殊，可以起到特殊的语言传播效果，通过深入了解原文的语言文化，完美地表达原文的文化精神，同时表达出翻译者对原文内容的理解和领悟，从而实现语言之间的沟通。

正是由于这样一种语言转换，使英译汉在中美文化传播中所发挥的作用更加重要，从而为读者提供了更多的思想精神，更多的文化视野，从而丰富读者的文化素养。

综上所述，从英译汉中体现出的中美文化价值可以看出，英译汉不仅是一种语言转换，更是一种文化转换，它在中美文化中起着十分重要的作用，在语言翻译、文化翻译、语言传播等方面都发挥着重要的作用，有效地实现了中美文化的沟通，使中美文化的发展更加完整和多元化。

文献出处：Gruman M. Study on the relationship between the employee satisfaction and employee turnover [J]. Human Resource Management Review, 2015, 8(5): 75-86. 原文Study on the relationship between the employee satisfaction and employeeturnoverGruman MAbstractOn employee satisfaction and turnover, this issue from a general point of view, should be lower employee satisfaction, the higher turnover. But in reality there are a variety of situations; "turnover low employee satisfaction" and "high employee satisfaction high turnover" phenomena also exist at the same time. Through investigation we found that the influencing factors of employee turnover in staff satisfaction are one of the important factors, but as a direct result of employees to choose the flow of the most important factor instead of employee satisfaction "the expectation and pursuit of life value" and "economic pressure", it explained the phenomenon from the hand. In addition, due to the dissatisfaction of employees is a kind of subjective psychological feeling, as long as in the many factors that affect the anger of the one on the other hand, in the process of employee satisfaction surveys of the answer may be, but this does not directly lead to employee’s discontent to leave even the turnover intention. Because in many factors, there is always one of the factors to attract employees, encourage employees willing to stay in business. And to make employees tend to leave and eventually create the behavior of the departure is not simply one of the factors affecting employee satisfaction can achieve, to a certain "depth" and "breadth", here is deep refers to the degree of dissatisfaction, breadth refers to how much discontent, only both reached a certain limit, employees will only be by discontent and eventually generate turnover intention and behavior, therefore also by the employees to leave is need a process.Keywords: employee satisfaction; Employee turnover; impact1 IntroductionOn the question of employee turnover also should be positive and negative twoaspects were analyzed. We tend to think of staff turnover to the enterprise caused many negative effects, such as: businesses can't normal operation, thereby causing loss to the artificial cost, affect employee morale and so on. But we should also see turnover of enterprise positive effects: first, moderate erosion is advantageous to the enterprise to new hires, fresh blood, new employees bring new ideas, new methods, new ideas, make the enterprise more energetic; Second, make the enterprise avoid doldrums over stable, lifeless stagnation; Third, to update the enterprise human resources quantity and quality. So, modest turnover is not only beneficial to the development of the enterprise, more conducive to the realization of individual value. Of course, excessive turnover is harmful to the enterprise. At present, it is difficult to use a unified standard to measure the reasonable range of employee turnover, because each enterprise's operating conditions, corporate culture and management mode is different, the simplest way is to use the method of statistics, to classify the staff turnover at the same time the calendar year, find out its regularity, determine a reasonable turnover as the range of enterprise human resources management of the police line. When reached the edge of the police line, take timely preventive measures, therefore, the management of employee turnover is a dynamic process.2 Theoretical overview2.1 The definition of employee satisfactionComprehensive definition, the definition will be the employee's job satisfaction as a general explanation, think that the concept of employee satisfaction is a single, is on the work itself and working environment factors of employees feel a kind of attitude, that is, for all its employees overall reaction. This definition method of characteristics is that job satisfaction is regarded as a single concept, is not involved in all aspects of the job satisfaction, causes and process of formation, its focus on employees for the work itself and relevant environment, a kind of attitude or opinion, emotional reaction to its entire role. With the definition of research scholars have Lake, he thinks that job satisfaction is from the evaluation of individual employees to achieve or help achieve work value and bring pleasant emotional state.Expect type definition. Think such a definition, the degree of employeesatisfaction is expected in the specific work environment should obtain the gap value and actual value, believe that employee job satisfaction is relative to the individual life satisfaction and overall satisfaction, especially the individual as a professional person's satisfaction, is the comparison of the employee compensation, working environment and so on combination of expectations and the actual compensation, working environment, etc, after the combination, it is concluded that the evaluation of job satisfaction. With the definition of research scholars have American psychologist Vroom, he thought the employee job satisfaction depends on the expectations of individual expectations and the actual match degree, expect failed to achieve the satisfaction, is produced only in the work actually expect greater than his expectations, will generate job satisfaction.2.2 Related theoryRepresented by hack man and Laura (Ulcer) job characteristics theory. The basic meaning of job characteristics model is: the employee's job satisfaction is by stimulating employees three psychological state, i.e., the work significance, responsibility and degree of understanding of the work results. Adams equity theory. The core of the theory is that all employees are not satisfied with and satisfaction comes from almost all their fairness perceptions after "comparison”. Psychologists Matson create hierarchy of needs theory. The theory is that the need of human diversity, level, to improve the employee’s job satisfaction, it is necessary to understand their needs, and tries to meet their needs. Only under the premise that meet the needs of employees, to make them get higher job satisfaction.2.3 Employee satisfaction research contentThe research content of job satisfaction in general can be divided into three categories: on the influence factors of job satisfaction and adjustment of the variable research. The study of the results of job satisfaction variables; The evaluation study of job satisfaction. More at present, the research is the study of factors affecting employees' job satisfaction. Organizational psychologist Hertzberg two-factor theory proposed by according to oneself; think that the influencing factors of job satisfaction are divided into: physical environmental factors, social factors and individualpsychological factors. Physical environment factors including workplace conditions, environment and facilities, etc.Social factor refers to the staff's attitude toward work unit management, as well as the degree of identity, belonging to the unit. Individual psychological factors include perceptions of job meaning, attitudes, and supervisor's leadership types and styles, etc.The organizational behavior scholars work cake restaurants did (1986) in the study of job satisfaction has made the detailed discussion, thought the influence factors of job satisfaction include: work autonomy, work pressure, job expectations, self-esteem, personal values and the individual variables such as gender, and so on.3 Staff turnover related research were reviewedEnder, pointed out that employee turnover is refers to people being hired by an organization or leave the organization behavior. Skin, and berg, points out that 'flow including the voluntary and involuntary turnover, including the cause of the involuntary movement is mostly by enterprises laid off or forced to resign, and voluntary flow is from the employee's personal reason. Early in the study of employee turnover factors, the economists are studied, the main investigation such as unemployment, wages affect employee turnover. Subsequently, psychologists, industrial management experts joined the ranks, and starting from the research field of respective analysis of several factors affecting employee turnover, such as opportunities, personal satisfaction, performance, salary satisfaction, etc.After entering the 1980 s, started to pay attention to humanistic management, therefore, research on staff management also more quickly, and then form a separate field of study. In terms of flow affect employee motivation, such as bean still Evan) think, for the employee turnover, should from the internal factors and external incentive comprehensive consideration, and points out that the role of internal factors can affect the flow of the staff; Ham and graves (Ham and Griffith) that is closely related to the turnover factors include gender, age, family burden, the degree of job satisfaction, expectations of work, compensation, performance and promotion, the complexity of the work, business incentives, etc.;Similarly, the top point and the influencing factors of employee turnover including challenging work, work remuneration, training andpromotion opportunities, socioeconomic status, work schedules, job responsibility, autonomy, job security and career development opportunities, etc.4 The employee satisfaction impact on turnoverThere are two main types, namely, two methods of direct and indirect, direct impact on the meaning of the flow is refers to the employees choose employees is the main reason or direct cause of discontent, that is to say, the employees directly caused the active flow of employees. Indirect effect refers to the meaning of the main causes of employee turnover or direct cause is not the employee dissatisfaction, but if we continue to look for deep reason, then in the end, or the most fundamental reason is employee dissatisfaction. This also includes two ways: indirect forced to flow, indirect forced flow mainly refers to employees lead to job enthusiasm for discontent, lower working efficiency, and to the production line workers may produce not concentrate on production, and the staff service attitude in the service industry such as bad, that is to say, employees will discontent to vent to work, which will ultimately affect the enterprise organization efficiency. So that enterprise managers is in the assessment of this part are likely to dismiss employees, even if the flow of employees tends to be low, eventually led to the forced to flow.Indirectly active flow due to the employee's dissatisfaction is a kind of inner psychological reaction, which will make the staff have uncomfortable or suppression, according to the interpretation of the psychology, employees in the case of mental disorders will actively to adjust, just adjust the way different, the ultimate purpose is to achieve cognitive coordination and consistent. Indirect active flow is relative to the case of indirect passive flow, employees will not negatively discontent to vent to the work, but actively looking for other opportunities, such as choose to leave the company, the industry, the city or the region to the other enterprise, industry and development of the city or region, the direct cause of employee turnover in does not directly because of employee dissatisfaction, and possibly to individuals themselves better development. But as long as we explore its causes, or a change of perspective, namely, if the employee satisfaction is high, he might not have to seek the development of other aspects, this time the employee satisfaction is indirect influencethe flow of the staff译文员工满意度与员工流动率关系研究Gruman M摘要在员工满意度与流动率这个问题上，从一般的角度来讲，应是员工满意度越高流动率越低。

个性化办公空间室内设计外文文献翻译最新The research aims to explore the significance of personalized office XXX and its XXX and case studies。

the XXX office space design。

including flexibility。

comfort。

XXX personalized office space design can improve employee well-being。

creativity。

and job n。

XXX.译文本研究旨在探讨个性化办公空间室内设计的重要性以及其对员工生产力和满意度的影响。

通过文献综述和案例研究，本研究确定了成功的个性化办公空间设计的关键因素，包括灵活性、舒适性和美学。

研究发现，个性化办公空间设计可以改善员工的福利、创造力和工作满意度，最终导致生产力和组织成功的提高。

In the 21st century。

our society has ned into the "n age" and many countries have moved towards a "post-industrial society"。

This new era is characterized by computer。

ork。

and ntechnology。

which will change the way we produce。

live。

work。

and think。

XXX.The development of orks has made the world smaller。

leading to XXX。

XXX and people are eager to pursue change。

This is the slogan of the times.XXX r design。

英语文学翻译中美学价值的探讨文学翻译也可以认为是文学作品的二次创作，拥有比较复杂的艺术特征，文学翻译学者主要探究的内容也就是文学翻译的审美。

美学思想对于所有的英语文学翻译来说或多或少的都有一定的影响，美学隶属于哲学的范畴，艺术是美学主要的探究内容，然而翻译却是一种艺术活动，美学和翻译之间有着密不可分的关联，文学翻译的整个过程都会受到美学的制约。

一、突出形象，独显特色文学的基本特征包括借助文学形象将现实生活真实的反映出来。

英语文学翻译经过自己对原文的了解和他们所掌握的英语表达技巧，对原文进行二次的创作，将原文的艺术特征进行深层次的探究，不同的翻译者会翻译出不一样的作品，不同的翻译内容表现出了原文多角度的美学内涵。

有的翻译者会把自己的真实感受反映在翻译作品里，有的翻译者只是简单的进行探究，不同的翻译方法表现出原文不一样的特征，文学翻译不再是简单的译文，是将译者真实的个人情感融入其中，不去追究表达方式的差异，不去追究是否与原文内容一样，文学翻译是一种美学体验，将美学的不同面展现出来。

译者在翻译文学作品的时候，依据自己的真实感受来展现作品的价值，有的译文简单明了，有的译文荡气回肠，有的译文温馨和煦。

翻译者依据自己对生活的感知和对原文的了解来翻译文学作品，不管翻译者会翻译出怎样的译文，他们都体现了不一样的翻译特色和对文学的感知水平。

二、传达美感，彰显价值英语文学翻译是借助文字将作品的艺术特色尽情的表现在作品中。

所有的文学作品之间都有着千丝万缕的联系，文学翻译的美学意义也在文学作品中进行展现。

译者翻译风格的不同会表现出不一样的美学感受，译者在翻译的过程中会有属于自己的特征表现在里面，作品的美学价值表现在译文中，通过译文来彰显原文的美学价值，传达原文的内在美感。

作品的魅力都需要用心去感受，《读书论》是英国学者佛朗西斯.培根著名的散文代表作，国内有许多的翻译版本，王佐良先生翻译的作品最具有影响力。

For expert men can execute ，and perhaps judge of particulars，one by one；but the general counsels，and the plots and marshalling of affairs，come best，from those that are leared.练达之士虽能分别处理细事或一一判别枝节，然纵观统筹、全局谋划，则舍好学深思者莫属。

38作者简介：陈洁天(1989-)，女，满族，河南开封人，河南医学高等专科学校英语教师，硕士学历，研究方向：英语教学。

探讨英语文学翻译中的美学价值陈洁天 河南医学高等专科学校摘要：在经济全球化的背景之下，各国的文化交流变得日益频繁和紧密。

大量的西方文化进入我国，在这个基础上，翻译工作就变得至关重要了。

翻译是一门艺术，在翻译的时候需要注意理解原文的意思，再加以体会，然后再融入自身的理解。

在保证翻译准确，保留原文的美学价值的同时，也要将其翻译成恰到好处的中文，以供我国的读者更好地阅读。

这就需要翻译工作人员要有较高的翻译水准。

本文主要介绍如何体现英语文学翻译中的艺术特性和美学价值。

关键词：英语文学；翻译；美学价值一、前言美学价值起源于美术界，是对美术界的一种追求。

而在英语翻译中，也对美学价值有着很强的追求，它会将原著的思想感情和主要内容体现出来。

英语翻译并不仅仅是对英语文章的一种简单翻译，它需要翻译人员足够了解该著作的创作背景，作者的精神世界；再结合美学的相关价值和知识。

在能突出英语文学的艺术特性的前提下，再结合全文和作者的思想感情，运用较为生动形象的语言，将英文著作翻译出来。

这样才能最大程度地把英语文学地美学价值体现出来，让我国读者更加容易体会外国作品地魅力和精髓。

二、浅析美学价值何为美学价值？美学价值是一种美的体验，是一门研究探讨美的价值意义的学科，是对美的一种追求。

美学作为哲学的一个分支，可以说美学的研究对象就是艺术，但是对于这门艺术的研究并非表象的，它相对注重隐藏在更深层次的哲学问题。

相较于动物而言，人类会去追求美，这是人类跟动物的一大区别。

美学是人类特有的一种感官感受。

人类天生对美学有着追求的倾向，人类在追求美学艺术的过程中，也是对自我价值的满足。

对于事物来说，美学价值是它们的固有属性，人们会对它的这种属性进行挖掘和放大，从而实现对这些事物的美学价值的完善。

众所周知，文学作品作为一种文化和知识的载体，它天生就存在着它特有的价值。

员工满意度与员工离职原因外文文献翻译引言员工满意度和员工离职原因是组织管理中的重要议题。

为了提高组织的绩效和运作效率，了解员工满意度和离职原因对组织非常关键。

本文旨在翻译外文文献，探讨员工满意度与员工离职原因之间的关系。

文献概述外文文献研究发现，员工满意度与员工离职原因之间存在密切的关系。

满意度是指员工对工作、薪酬、工作环境和组织文化等方面的满意程度。

员工满意度的提高可以增加其对组织的忠诚度和留职意愿。

相反，低满意度会导致员工对组织的失望和离职决策。

员工满意度的影响因素外文文献指出，员工满意度受多种因素影响。

其中包括工资福利、工作内容与自我实现的匹配程度、工作环境、领导风格等等。

这些因素对员工的满意度有重要影响，从而影响员工的离职决策。

员工离职原因的分类与分析外文文献对员工离职原因进行了分类和分析。

主要原因包括薪酬福利不满足、工作压力过大、工作环境不好、缺乏晋升机会等。

了解不同离职原因的分布情况有助于组织采取相应措施来减少员工流失。

结论员工满意度和员工离职原因之间存在密切的关系，其中满意度是离职原因的重要影响因素之一。

组织应重视员工满意度，提供良好的工作条件和发展机会，以减少员工离职。

此外，组织还应定期调查员工满意度和离职原因，以了解组织存在的问题并及时作出改善。

参考文献2. Johnson, L. (2012). Factors influencing employee satisfaction and turnover: A review of literature. International Journal of Management Studies, 15(3), 87-105.3. Wang, M., & Li, Y. (2015). The impact of employee satisfaction on turnover intention: A study in the retail industry. Journal of Business and Management, 30(4), 75-90.。

毕业论文题目：员工满意度和顾客满意度关系研究英文文献原文：The relationship between employee satisfaction and customer satisfactionEfforts to enhance customer satisfaction have been considered critical by many organizations, particularly those in the service sector (Schmit and Allscheid, 1995) and hence, have been researched by numerous studies. Despite vast research previously conducted on the relationship between the employee satisfaction and customer satisfaction, Schmit and Allscheid (1995) assert that further conceptual and empirical evidence is needed to reveal the relationship between employee satisfaction and customer satisfaction.In previous research, employee satisfaction (hereafter ES) has been frequently measured by asking customers' perception of employee and customer satisfaction (hereafter CS) also has been measured by employees via survey. Though the use of indirect measures in assessing ES and CS is quite common, it still remains unclear whether this practice is appropriate. As an alternative attempt to measure customer and employee satisfaction more accurately, Schmit and Allscheid (1995) employed dyadic data from both the customer and employee surveys and simultaneously estimate both employee and customer model. They assumed employee job satisfaction was influenced by the work climate produced by the customers, linking employee model and customer model simultaneously. But each model was estimated based on different level of data: The employee model was based on the individual level, whereas customer model was based on data collected at the multiple offices of a service-oriented organization. As such, previous research which attempt to identify the ES-CS relationship had potential limits in gauging the focal constructs.To show a comprehensive framework depicting the interplay of ES-CS, the present study tested the ES-CS relationship in the causal models which incorporates key constructs instead of just considering focal variables (i.e. ES and CS) (Brown and Lam's, 2008). In an attempt to uncover the link between ES and CS, this paper reviews information derived from relevant prior research and investigate whether the relationship between employee satisfaction and customer satisfaction is bilateral or unilateral. This study also examines the role of moderating variables which have incremental impacts on this link.Hypothesis development on ES-CS relationshipThe influence of ES on CSThe influence of employee satisfaction on customer satisfaction has received considerable attention in marketing literature and practice in recent years. It has been argued that behavior of satisfied employees plays an important role in shaping customers' perceptions of business interactions (Spiro and Weitz, 1990). This phenomenon may occur as satisfied employees are more apt to be friendly,enthusiastic, attentive, and empathetic toward customers (Beatty et al., 1996; Rafaeli, 1993).According to the concept of partner effects, a person is in some way, verbally or nonverbally, influenced by the characteristics and behaviors displayed by his or her counterpart (Dolen et al., 2002). Additionally, the contagion effect explains how satisfied employees influence others around them to feel good (Hatfield et al., 1993). As such, Schneider and Bowen (1985) said that employee job satisfaction is positively related to customers' perceptions of service. This notion suggests that employees who have higher levels of job satisfaction also believe they are able to deliver excellent service (Schlesinger and Zornitsky, 1991). It is also expected that happy or satisfied employees are more inclined to share these positive emotions with customers (Brief and Motowidlo, 1986). This was also consistent with Brown and Lam (2008) who provided the empirical evidences showing the robust relationship between employee job satisfaction and customer satisfaction. Thus, the following hypothesis is proposed: H1-1. Employee satisfaction will positively influence customer satisfaction.The influence of CS on ESCompared to the influence of ES on CS, the impact in the opposite direction (from CS to ES) is supported by a few theories such as the social exchange theory (Konovsky and Pugh, 1994) and the psychological contract theory (Robinson and Morrison, 1995). Central to these conceptions is the norm of reciprocity (Netemeyer et al., 1997): Customers satisfied with their counterpart will engage in cooperative behavior as reciprocation for those who have benefited them (Bateman and Organ, 1983; Schnake, 1991). Beatty et al. (1996)and Gremler and Gwinner (2000) found that customers who developed a bond with the employees also were likely to care about employee wellbeing. If customers like the performance of the employee and express gratitude or satisfaction, in turn, it is also expected to lead to a higher level of employee satisfaction (Dolen et al., 2002). In other words, positive reinforcement from customers increases the satisfaction of sales employee (Beatty et al., 1996). In a similar vein, Bitner et al. (1990) posit that customers' inputs make important contributions to enhancement of service quality, leading to employee satisfaction. Goodwin and Gremler (1996) also argue that employees are concerned about customers' feelings and are pleased when customers display appreciation for quality service. Based on these notions, this study argues that customer satisfaction influences the job satisfaction of their counterpart. Therefore:H1-2. Customer satisfaction will positively influence service providers' job satisfaction.Sample and proceduresThis study was administered with the cooperation of one of leading private education companies in Korea. This company has a business model of providing educational services through private tutors who visit the customers' homes on a regular basis. Private education services in Korea can be regarded as a commercial exchangebecause customers pay for the education services received and private tutors are considered service employees to their customers (Williams and Anderson, 2005; Yi and Gong, 2008). Educational services seem to be good contexts for testing our research purpose as the customers could interact with employee on a regular basis and can observe the counterparts. To test these hypotheses, dyadic data incorporating both the customer and the corresponding employee were developed. This study recruited the customers and the corresponding private tutors to test the ES-CS link.The surveys were administered as follows: First, 500 customer samples were randomly selected from about 50,000 customers nationwide. Questionnaires were sent to 372 customers who agreed to participate in the survey. After one month, 285 questionnaires were returned to us. It turns out that the sample represents the customer pool appropriately based on similarity of demographics between the final sample and the population. Second, the survey for employees was administered. Those who correspond to customers who respond to surveys were recruited for the purpose of probing the ES-CS relationship. Since there are no multiple customers from a single tutor, it could be said that customers are not nested within tutors. Finally, 227 samples (227 pair of customers and corresponding employees) were used in the final analysis after discarding the incomplete questionnaires.MeasuresThis study used measures for key variables from existing studies and literature by slightly modifying them into the context of the current study (educational service). All constructs were assessed by multiple items using five-point scale ranging 1=strongly disagree to 5=strongly agree. Figure 1 explains the simultaneous model considering both employee and customer perspectives.Employee modelThis study examined five constructs in the employee model. Each was role ambiguity, role conflict, job satisfaction, commitment, and intent to stay. Used were items developed by Ho et al.' (1997) to assess employee role ambiguity and role conflict. Also, this study measured employee job satisfaction with the items proposed by Netemeyer et al. (1997) and Hartline and Ferrell (1996). Commitment, the employee's identification with organization, was assessed with the items developed by Ganesan and Weitz (1996). Intent to stay was measured by items established by Good et al. (1996).Customer modelIn the customer model, five different constructs were considered: interaction quality, outcome quality, customer satisfaction, trust, and customer loyalty. Interaction quality and outcome quality were measured by applying an adapted version of Brady and Cronin's (2001)model tailored for the context of educational service. Customer satisfaction was assessed by adapting the items of Mano and Oliver (1993) and Bettencourt (1997). These items were used to measure customer's responses to service experience with the employee. Customer trust was measured by the four itemsproposed by Ramsey and Sohi (1997). This study also defined customer loyalty as the customer having intention to do the business with the organization in the future and engaged in positive word-of-mouth communication about it. Customer loyalty was assessed by modifying items developed by Zeithaml et al. (1996).AnalysisStructural equation methodology was applied to test the hypothesized model. In order to specify the model, each of the constructs was represented by multiple measures. The first step in the model testing was to conduct a multiple items' reliability and validity check by applying confirmatory factor analysis to confirm if the multiple items sufficiently measure the proposed constructs. Next, the hypothesized model was assessed by estimating the standardized path coefficients for each proposed relationship.Reliability and validity checksThe first step of the reliability and validity check was to confirm the overall goodness-of-fit indices of the measurement model. In Table I, this study presents the results for both the customer model and the employee model. Since the GFI and AGFI may contain inconsistencies due to sampling characteristics (Hoyle and Panter, 1995), this study substituted two fit indices with TLI and CFI. χ 2 and RMSEA are also included as fit indices since it is generally recommended to incorporate at least 4 indices to confirm general fitness (Kline, 1998).In conducting confirmatory factor analysis, added were related variables such as customer satisfaction in the employee model and employee satisfaction in the customer model. The indices of employee model include the following results: the chi-squire statistic was 367.5 with 194 degree of freedom, comparative fit index (CFI) was 0.989, TLI was 0.986, and the root mean square error of approximation (RMSEA) was 0.063. The fit ness of customer model was χ 2 (155)=247.3, CFI=0.995, TLI=0.993, RMSEA=0.051. According to the outcomes, the model fitness was adequate for both models because the values of CFI and TLI in the 0.90 range have been known as the adequate fit for these indices and RMSEA is lower than the criteria proposed by Browne and Cudeck (1992).The reliability and inter-correlations of the constructs are reported in Tables I-III. Given that this study consisted of dyadic data, this process conducted within each domain. In Table I, the evidence of internal consistency is provided by the composite reliability. It is regarded as a less constraining index for measuring internal consistency compared to Cronbach's alpha (Homburg and Giering, 2001). All values are higher than the criteria proposed by Venkatraman (1990), as Table I shows, the composite reliability ranged from 0.627 to 0.883.Also, the correlations (Φ estimates) among the latent variables are included in Tables II and III. Table II contains the outcomes of the employee model and Table III presents the results of customer model. This study performed test of discriminant validity among the factors based on Φ estimates. Table II showed that there are no correlation estimates which comprise 1 in confidence intervals (Φ±2SE)at theemployee model. Also, the A VE values were greater than the squared Φ coefficients (Bagozzi and Yi, 1988). Thus, it could be said that all measurements achieved criterion for discriminant validity (Anderson and Gerbing, 1988). The values of correlation esti mates ranged from −0.483 to 0.844. In the customer model, the confidence intervals of all Φ values (Φ±2SE) were also under 1 and the square roots of A VE values were greater than the Φ coefficients. These outcomes also explained that all estimates achieved the criterion for discriminant validity in the customer model. Table III shows that the values of correlation estimates ranged from 0.419 to 0.850 in the customer model.ResultsAccording to the model fitness analysis, our hypotheses linking the employ model with the customer model fit well (χ 2 (584)=939.4, CFI=0.987, TLI=0.985, RMSEA=0.052). The overall fit of the structural model was adequate, and the standardized path estimates indicate significant relationships among the constructs. In Table IV, this study present the results of the structural equation model depicted in Figure 1. All paths were statistically significant with the only exception occurring in the path from customer satisfaction to job satisfaction. Since the unilateral model can be nested in the bilateral model, the improvement in fit is assessed by comparing the chi square difference between the bilateral model and each unilateral model.The model testing is conducted by comparing the baseline model (i.e. bilateral model) with the test model (i.e. unilateral model) in which imposes a relationship of zero on the path from ES to CS or on the path from CS to ES at the bilateral model. The results of these comparisons, reported in Table V, indicate that failure of the path from ES to CS causes it to fit the data significantly worse than the baseline model, supporting H1-1. On the other hand, the chi square difference between the unilateral model assuming a path from ES to CS and the baseline model indicates that adding a path from CS to ES does not improve its fit. Therefore, H1-2 was not supported. DiscussionH1 provided partial support for our conceptions derived from the previous studies related with the ES-CS relationship. The influence of employee satisfaction on customer satisfaction was found to be significant, supporting H1-1, but the path from customer satisfaction to employee satisfaction (H1-2) was not significant. This partial support indicates that the relationship between employee satisfaction and customer satisfaction is unilateral rather than mutual. Given no significance of customer satisfaction on employee satisfaction, employee satisfaction seems to be affected less by customer satisfaction, possibly more by other factors (e.g. pay, co-workers, and supervisor). Simply stated, the results show that employees' job satisfaction leads to an increase in customer satisfaction, however, not vice versa.Brown and Lam (2008) found variables such as service characteristics, research contexts, and study methods moderated the relationship between ES and CS, but employee's disposition and work climate factors which were proven to be critical variables in the domain of employee satisfaction research were not included. Hence,we investigate how dispositional variables moderate the relationship between ES and CS.Hypothesis development on moderating effectDispositional variablesPersonality factors have been known to account for the differences in job attitudes (Staw and Ross, 1985). Among various dispositional variables, this study posits that self efficacy acts as a moderating variable. Self efficacy is a core concept in social cognition theory (Yi and Gong, 2008) and refers to individuals' judgments that they have capabilities to perform their job or fulfill duty appropriately. Self efficacy also pertains to judgments about what one is capable of doing a task with whatever skills one possesses (Bandura, 1986).McKee et al. (2006) said that individuals who have more confidence in their abilities tend to exert more effort to perform particular behaviors, persist longer in order to overcome obstacles and set more challenging goals than those who have less confidence in their abilities. It is also expected that people with high self efficacy generally set a higher level of outcome expectations and are more likely to achieve their desired outcomes (Pereay et al., 2004). As such, employees with higher self efficacy are expected to show more confidence in their abilities and are more likely to provide quality service to the customers. This, in turn, is expected to lead to a higher level of customer satisfaction. Therefore:H2-1. Employee self efficacy moderates the ES-CS relationship: For employees who score high on self efficacy, employee satisfaction will be more positively related to customer's satisfaction.文献翻译（4000字以上）：员工满意度与顾客满意度间的关系以服务行业为代表的很多企业开展了许多调查研究,从而批判地考虑了提升顾客满意度的措施。

外文文献翻译译文原文：The impact of aesthetics on employee satisfaction and motivationRune BjerkeOslo School of Management, OMH, Oslo, NorwayNicholas IndEquilibrium Consulting, Oslo, Norway, andDonatella De PaoliBI Norwegian School of Management, Department of Language,Communication and Culture, Oslo, NorwayAbstractPurpose–This paper sets out to explore the impact of aesthetics on employee satisfaction and motivation.Originality/value–A conceptual model is proposed that identifies possible connections between aesthetics and employee performance.Keywords Job satisfaction, Organizational culture, Motivation (psychology), Employee attitudes, Telecommunications, NorwayTheoretical backgroundIn this article we integrate two inter-linked theoretical perspectives; organizational culture theory and organisational aesthetics theory. Our starting point for this study is organisational culture theory based on Schein’s (1985) model. Although this model has gone through several iterations, Schein’s (1985) definitio n of organisational culture has been the basis for research and theoretical discussions in more recent work (Busch and Vanebo, 2003; Kaufmann and Kaufmann, 2003; Parker et al., 2003; McMurray, 2003; Sarros, 2002; de Chernatony, 2001; Mallak, 2001;Sadri and Lees, 2001; Bang, 1998; Denison and Mishra, 1995; Hofstede, 1991; Schneider, 1990).As Weber (1930) originally suggested, culture is a critical aspect of the adaptation of social organisations，and is a system of “socially transmitted behavior patterns th at serve to relate human communities to their ecological settings”. This view on culture is similar to how Hofstede (1980, 1991; Hofstede et al., 1990) and Schein (1985, 1990) describes culture. Schein’s thoughts and work remain the basis of a considerable amount of subsequent thinking. In this paper we develop Schein’s (1985) model to take into account our focus on the value of art, design and architecture (in his model, described as artifacts) and our difference of perspective：we not only looks at management intent but also the reactions of employees to the environment.The specific organisation we have researched in this conceptual and explorative study is Telenor. Telenor is a major Norwegian telecommunications company. The willingness of companies to invest substantially and consciously in artifacts, means this study can serve as a basis for understanding more about the relationship between aesthetics, organisation and marketing. This will help organisations to make better judgments about when and how to invest in art, architecture and design and to move decision making about aesthetics from a largely subjective perspective to one that integrates with overall business objectives. Our intention is to develop a conceptual framework, based on an assessment of management goals and data from in-depth interviews of Telenor employees, to identify the likely impact of aesthetics on employee satisfaction, identity, creativity, mood, and motivation.Design and methodologySince the literature seems not to suggest specifically whether art, design and architecture, as traits of the organisational culture, can influence employee satisfaction, identity, motivation and possible other dimensions (unknown connections/links) an explorative design was applied in this project (Creswell, 1998; Churchill, 1999). According to Wilson (2001) a good comprehension of the organisation culture is important in order to analyse it. Further, the analysis must be complex in natureWilson (2001) and contain all elements of the organisational culture (Parker et al., 2003; de Chernatony, 2001; Schein, 1985).According to Creswell (1998) qualitative methods should be applied when identifying motives and attitudes among employees. McDaniel and Gates (1999) maintain that qualitative methods are of particular useful when the overall research objectives are interpretation and understanding of meanings. Schein (1990) underscores the importance of using a qualitative approach to gather perceptions about organisational cultures among members of organisations. With such an approach, it is possible to understand how cultures have evolved over time. Findings can be labeled, organised and discussed according to the terminology of organizational culture and aesthetics.SampleThe behavior of employees in direct contact with customers on a daily basis is important concerning the communication of the organisational values, brand values and objectives (Wilson, 2001; Ind, 2003; de Chernatony, 2001). Adopted values, norms, and assumptions derived from the organisational culture may influence actions (behaviour) and ways of communicating. Normann (1991) points out that employees’dealing directly with customers are the outward face of the organisation. To understand the linkage between the internal and external we only interviewed Telenor employees, who were in contact with customers on a daily basis. The respondents worked in Telenor Mobil, Telenor Networks and Telenor Customer Service. The interviewees were selected because they were assumed to have knowledge and understanding of their own working environment and have opinions about it (Berg, 2001; Churchill, 1999).Data collection: in-depth interviewsSix expert interviews were completed. The experts had in-depth knowledge about art and business, work environment, organisational culture, brand building and aest hetics, and about Telenor’s investments in art, design and architecture. A total of 24 in-depth interviews of Telenor employees (dealing with customers) were completed in 2003 at Telenor. The purpose was to have the respondents describe howthey perceive the organisational culture at Telenor, in relation to the art, design, and architecture that represents their working environment. As an introduction to the interviews, the respon dents were asked questions about Telenor’s vision and values. Findings and discussionThe respondents’ view on the art, design, and architecture at Telenor is varied. In general, the majority think that the art is nice and exciting. Many of the respondents seem to like the composition of the art, the design and the architecture, and the total experience of how the three elements are integrated. Several employees believe that art, design and architecture may have an unconscious influential effect, although generally they do not reflect on the possible impact in their day-to-day working lives. Some of the respondents had a critical attitude towards some specific physical elements like open office space, the columns in the space between two large buildings (a sculptural feature), and the moving, red, electronic text moving along a large narrow screen on the top of one of the buildings (on the facade) (by the American conceptual artist Jenny Holzer). This varied and dissimilar view on the physical environment and artifacts among individuals is also pointed out as a cultural characteristic by Bordieu (1984).Some respondents claimed not to understand parts of the art displayed in the buildings and that some of the design was uncomfortable (mostly modern classic designs derived from the Bauhaus aesthetic or modern Scandinavian designers, such as Arne Jacobsen). Some respondents mentioned that they stopped being conscious of the art and came to see it as a natural, unconscious experience. Thus, they referred to their view on the art, design and architecture as a total experience without being able to separate specific elementsMotivationMost of the respondents claimed to be motivated at their work. Several mentioned that the quality of their working colleagues was a key factor. Many of those working within the business-to-business segment stated that they were motivated by their specific tasks and the position they held as well as the responsibility they have and the flexibility they enjoy. This links to Herzberg’sthinking, derived from his studies with Mausner and Snyderman that people are satisfied by the intrinsics of their work and that performance leads to satisfaction and not the other way round (Herzberg et al., 2003). Several of the Telenor people who work directly with consumers pointed out that there is not much room for flexibility, freedom and responsibility in their jobs. This finding may indicate that those working with the business segment are more motivated than those working with the consumer segment because they have greater potential to perform and achieve fulfillment. Some respondents mentioned art or design or architecture as possible motivational factors, but there were no clear statements from the respondents that any of these separate elements had a direct impact. However, it was suggested that the experience of the totality of those three elements of the physical environment could have an impact on motivation. The reason given was thata nice physical environment could have an impact on employees’mood, wellbeing, an inspiration, which in turn influences motivation. A few respondents, who were not so interested in the environment, did not believe that any of the elements of art, design or architecture had an influence on motivation.Employee satisfactionIt seemed hard for the respondents to distinguish between motivation and satisfaction,which could indicate that employees perceive these two ideas to be related. Pleasant working environment, nice colleagues, and varied job tasks were mentioned both as motivational – and satisfaction factors.The analysis of the interviews revealed that employee satisfaction seemed good. As to the possible impact of the physical environment on satisfaction, the respondents said that there could be such a relation, but they didn’t think that people were so aware of the influential power of art, design and architecture. In general, respondents believed that a nice environment created positive feelings. And several respondents agreed that if the unique art, design and arc hitecture at Telenor was “removed” or changed, dissatisfaction could well increase. This ties in with Herzberg’s argument (Herzberg, 2003) that environment and working conditions influence people’s dissatisfaction with their work, whereas people are seldom made satisfied by a goodenvironment – that relies primarily on the job itself.IdentityAccording to Kaufmann and Kaufmann (2003) a strong organisational culture may contribute to strengthened feelings of identity among employees. The clearer the company values are defined and explained, the stronger the sense of being a part of the organisation. Most of the respondents feel they are a part of Telenor. The degree is determined by the length of time they had been working for the company, the importance of their job, the quality of their working environment and the quality of their colleagues.de Chernatony (2001) proposes that one way of getting an indication of employees’ degree of identity is to ask them how they would react if they overheard critical or negative comments of their company in a social setting or if the read something negative in the media. Based on such questions directed toward the respondents, it seems that most respondents would defend Telenor without taking the criticism personally. Several of those working with business clients mentioned a sense of pride also because of the art, design, and architecture, particularly when they had customer meetings at the company site, and when they took customers on a tour to show art, design, and architecture.Goffee and Jones (1996) claim that an organization, which maintains a positive organizational culture, should enjoy several benefits. When employees identify themselves with the culture, the working environment will have a tendency to become more pleasant, which again may increase morale. Since Telenor employees seem to identify with the company and its culture, the internal co-operation may become better, and new ideas will welcomed.CreativityOrganizations striving to become innovative are dependent on creative individuals who also accept change and autonomy easily (Sadri and Lees, 2001). There are indications that employees dealing with business customers have more room for creativity because they are allowed a greater freedom and flexibility in providing various product and service solutions than the other customer serviceproviders at Telenor. One respondent pointed out that the open space office has led to greater creativity because of the possibility to exchange ideas and thoughts with colleagues.It seems also, based on the in-depth interviews, that employees working with the business segment, who move around more internally and externally than those working with the consumer segment, believe they become more creative in a nice physical environment because they produce better solutions for their customers. This finding suggests that there could be a link between physical environment, creativity, and the provision of service quality. If this is indeed the case, we can argue that the environment contributes to performance improvement and to a consequent change in motivationService provision ability/capacityAs to whether there is a potential relationship between the physical environment and employees’ ability to provide service quality, several of the respondents replied that the physical environment could motivate them to provide a better service quality to customers. Sadri and Lees (2001) point out that if companies are able to create a strong organisational culture, a positive outcome may well be stronger employee performance. Similar to other remarks from the respondents, it was suggested that the physical environment could influence employees’ mood, and their service provision performance, which could lead to greater motivationEmployee satisfaction and motivationParker et al. (2003) found that job satisfaction influences both motivation and performance and motivation influences performance. Furthermore, their study revealed that weakness (or strength) in employee satisfaction and identification is a consequence of the psychological climate of the organisation. Faust and Bethge (2003) along with Parker et al. (2003) propose that a strong organisational culture may influence motivation and company performance capability positively. However, researchers like Strati (1999), Bitner (1992), Baker et al. (1988) suggest that the physical environment may influence employees’ satisfaction, motivation, and productivity in line with theories of Schein (1985). As of today, it seems that noresearchers have broken physical artifacts into specific elements. Therefore, one of the intentions of executing several in-depth interviews with employees of Telenor was to identify words they use to “label” the company’s physical environment.Source: Rune Bjerke“The impact of aesthetics on employee satisfaction and motivation” Employee satisfaction and motivation p57-73译文：美学对员工满意度与积极性的影响鲁尼贝加克挪威奥斯陆管理学院尼古拉斯挪威奥斯陆咨询平台唐娜泰拉佩奥利挪威奥斯陆语言通讯和文化管理学院摘要目的：本文探讨美学对员工满意度与积极性的影响。

本科毕业论文（设计）外文翻译企业员工满意度影响因素分析原文来源：《经济_经济研究》一、员工满意度员工满意度，就是指员工在企业的经历满足员工的需要而产生的一种心理状态，是员工所期望的回报与实际获得的回报之间存在的差额。

一般来说，员工满意度主要包括以下五个方面的内容：1 、对工作本身的满意程度。

如工作的适合度；工作胜任度；责任匹配度；工作的挑战性程度；工作的发展空间大小等。

2 、对工作回报的满意程度。

包括工作薪酬的绝对公平和相对公平程度；医疗保险和假期等福利的合理程度；激励制度；职务晋升通道的畅通程度；完善的培训制度；事业成就感等。

3 、对工作条件的满意程度。

主要指合理的上、下班时间，恰当的加班制度；以及工作场所的地环境、工作必需设备及其他资源的配备。

4 、对人际关系的满意程度。

此部分涉及合作协同程度、信息开放程度、以及员工参与度等三个方面。

5 、对企业的整体满意程度。

包括员工对企业文化、企业战略的认同程度；员工对企业经营管理的参与度；信息渠道的畅通及信息的开放程度。

二、影响员工满意度的因素赫茨伯格的双因素理论说明，人们对工作“满意”与“不满意”的因素不属于同一类，人们对工作“满意“的因素主要与工作内容和工作性质有关，即激励因素，包括成就、认可、工作本身、责任、晋升、成长；人们对工作“不满意”的因素主要与工作环境和工作条件有关，即保健因素，包括工作安全、薪酬、与管理者的关系、与同事的关系等。

具体而言，影响员工满意度的因素主要可分为以下几类：1 、工作本身的因素霍兰德的人格—工作适应性理论说明，员工的人格与工作匹配将给员工带来更多的满意感。

这是因为，当员工的人格特征与所选择的职业相一致时，他们会发现自己有适合的才能和能力来适应工作的要求，并且在这些工作中更有可能获得成功，同时，由于这些成功，他们更有可能从工作中获得较高的满意度。

同时，马斯洛的需要层次理论指出人的需要是从低级到高级排列的，只有达到了低级需要才能更希望实现高级需要。